Strategic Plan 2021-26 - Stronger than ever - St. Basil's Homes
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Strategic Plan 2021–26
Stronger than ever 1
2 Strategic Plan 2021–26
WITH ACKNOWLEDGMENT &THANKS
St. Basil’s Homes NSW/ACT would like to acknowledge all of
the individuals and organisations who have contributed to the
development of our new strategic plan.
Our plan has been enriched by people from all across our organisation,
our Board, executive and other agencies along the way. We thank you for
generously sharing your time, expertise, ideas, enthusiasm and most of
all your passion for St. Basil’s Homes NSW/ACT future.
ENDORSEMENT
Approved by St Basil’s Homes NSW/ACT Board on 1 April 2021
1
TAKING CARE OF NSW/ACT
Annandale
• Residential Aged Care Facility
Kensington
• Residential Aged Care Facility
Kogarah
• Residential Aged Care Facility
Lakemba
• Residential Aged Care Facility
• Independent Living Units
• Day Centre
• Registered Training Organisation Centre
Miranda
• Residential Aged Care Facility
• Independent Living Units
• Day Centre
• Registered Training Organisation Centre
Randwick
• Residential Aged Care Facility
• Independent Living Units
• Day Centre
ACT & Bexley
• P lanning to develop new facility
including Day Centre
Home Care
• NSW and ACT Metro
2 Strategic Plan 2021–26
Content
INTRODUCTION 6
A Message from our Chairman &
Chief Executive Officer (Acting) 7
Context8
External Influences 8
Internal Influences 10
WHY WE EXIST 12
Our Purpose & Vission 13
Our Mission 14
Our Values 15
Safety, Quality and Compliance 16
WHERE WE WANT TO GO 18
2026 Target State 19
HOW WE’RE GOING TO GET THERE 26
Strategic Pillars 27
Expand our Services 28
Strengthen our Core 30
Enhance our Workforce 32
RISING TO THE CHALLENGE 34
How we operate 36
Accountability 37
Our Organisational KPI’s 39
CONTACT DETAILS 40
3
4 Strategic Plan 2021–26
HIS EMINENCE ARCHBISHOP MAKARIOS
As an activity of our holy Greek Orthodox Archdiocese of Australia, St Basils NSW/ACT,
has continued to rise to the challenge of serving our people, in their time of need,
with professionalism and integrity. St Basil’s recognises the importance of being
creative, in finding solutions and safe ways of providing a service whilst ensuring
vital channels of communication remain open for those who need them. This is in
addition to providing to the existing clientele and maintaining current services and
programs of a high standard for the Elderly.
Our strategic plan update will aim to address both our internal objectives which focus
on expanding our services, strengthening our care, and enhancing our workforce,
whilst building our presence in the local communities. All must be done through
further development, where our governance improves internally, and our awareness
of the changing external demands is always adapting to address the society we live
in. St. Basil’s will continue to strive for excellence with empowered and accountable
individuals who will remain compliant and go beyond their call.
5
INTRODUCTION 6 Strategic Plan 2021–26
A MESSAGE FROM OUR CHAIRMAN &
CHIEF EXECUTIVE OFFICER (ACTING)
St. Basil’s Homes NSW/ACT strategy and Working closely with the Board, the executive team,
execution plan is critical to ensure we key leadership and stakeholders, a cross-section
continue to offer excellent experiences for all of our staff and volunteers, we have been able to
of our customers. collaboratively develop this plan. Our task was to
ensure that the plan was an authentic expression of
Charting a course for the future is daunting. Our who we are, what we do, where we come from and
industry is undergoing regulatory change, the where we need to go.
demographics of Australia is shifting, and technology
is making things available that haven’t been before. This plan clarifies our strategic intent; the changes
In this rapidly changing world, caring for our family, we are making or transformation that will take place
staff and customers, is more important than ever. to fulfil our vision. Alongside this, is our operational
plan that continues to deliver our existing values
Our role: to customers every single day, and ensures safety,
St Basil’s Homes NSW/ACT is a registered Australian quality and compliance for all we do. The two work
charity established specifically for this provision in harmony. However, for this plan we are taking
of aged care. We’re the largest ethno-specific safety, quality and compliance as givens. Our
organisation in Australia with a responsibility to care strategic focus is about going above and beyond
for ageing Australians in need, particularly Greek what is required of us.
Australians. We bring spirituality, meaning and joy to Acknowledgments:
those in our care, through Christ’s love.
Our final plan is testament to the commitment
Our Strategic Plan: and dedication of our working group. On behalf of
This plan reflects an intent to take a two-pronged the Board and executive team, we’d both like to
approach. thank all of the groups and individuals involved in
the process. St Basil’s Homes NSW/ACT now has a
1. Consolidate and continuously improve what plan, way of working and culture that collectively
we do today connects us to our strategic direction. It is inspiring,
2. Explore ways to expand when, and how, we can visionary and will drive our future work.
positively impact our customers throughout
their life’s journey
Following the work of our namesake, Saint Basil the
Great of Caesarea, we are looking to widen our reach
by extending our definition of ‘care’, and ‘ageing’.
Impacting more lives, for longer, to create deeper
relationships is our key philosophy in this plan.
James Jordan Spiro Stavis
Chairman Chief Executive Officer (Acting)
St Basil’s Homes St Basil’s Homes
7
CONTEXT
This strategic plan has been built with an 02 ROYAL COMMISSION
understanding of the internal and external
influences that will drive our decisions The inquiry into the aged care system has found
in the environment in which we operate. the industry as a whole to be fragmented,
There are a collection of people, conditions, unsupported, underfunded and poorly
and information that will help us define managed. St Basil NSW/ACT is an exception
and accomplish our strategy. These drivers to this. However, the Royal Commission
represent the key influences or factors that will impact how we operate. There will be
matter to our success. changes in regulations, funding models and
requirements from aged care providers.
Our industry and our organisation are Additionally, there will be highly scrutinised
experiencing change at an unprecedented measures and reporting regulations.
pace, and the rate of change is only getting
faster. Understanding this, we need to Whilst some changes and implications may
continue to scan our environment, make come at a financial cost, St Basil’s supports the
sense of what’s going on around us, and inquiry and hopes that it will lead to a future
respond in an adaptable way. where Australia can better care for our ageing
and elderly. We will look to make the most
EXTERNAL INFLUENCES of the Royal Commission report to improve
ourselves and support those providers around
Continuous scanning and interpreting the us.
world around St Basil’s is critical to the long-
term quality and success of our organisation. 03 RISING CUSTOMER EXPECTATIONS
Staying up to date with the latest trends,
demographics, technologies, opportunities, In association with the changing requirements
policies and practices ensures we can deliver from the Royal Commission, the ‘baby
the best experience, care and support for boomer’ demographic has a different set of
our customers and staff. Some of the key expectations. Across the aged care industry
elements impacting our organisation and there is a shift in how people want to live
decisions are listed below. their life’s journey and how organisations
are able to assist with that. There is an
01 SHIFTING WORKFORCE increasing demand for ‘ageing at home’,
community and social demands, technology
The nursing and care workforce is shifting to supplemented living, new or refurbished
meet the changing expectations. Increasingly, buildings, individualised care, and better food
there is a desire to support new offerings with and activities. As an industry, meeting these
multi-skilled caregivers who can holistically expectations will evolve the way we operate
care for individuals in their time and in their our businesses and approach care.
home. Additionally, the care workforce is
ageing resulting in a lower supply, especially
at senior levels, as carers reach the end of
their careers.
8 Strategic Plan 2021–2604 CHANGING DEMOGRAPHICS 06 HEALTH CONCERNS
Australia’s demographics are changing, with 2019/2020 was unprecedented with the
an ageing population and increasing frailty. impact of the COVID-19 pandemic. This had
As the population of older people increases, huge implications in the aged care sector,
we expect more people will have memory as the ageing and frail were most vulnerable
and mobility disorders. These changing to the infectious disease. The national
demographics significantly impact the response of social isolation took its toll on
demand for and provision of aged care in a many individuals, young and old, but was
number of ways. These include the length particularly difficult for those elderly who
of stay in residential aged care, the increase don’t have access to the right technologies to
in care needs, the demand for a variety of stay engaged with communities.
care choices, and the desire of older people
to remain in their own homes for as long as As the world is beginning to ‘deal’ with
possible. COVID-19, there is still an air of uncertainty
in the ageing community around global
With an increasing ageing population, there health pandemics. Being prepared with rapid
is a decreasing population of individuals response plans and better technological
who identify as Greek and are seeking Greek connections will become an area of great
services with a cultural connection. This importance in aged care.
results in St Basil’s dealing with an increasing
ageing population and a decreasing ethno- 07 EMERGING TECHNOLOGY
specific target market. Technology continues to develop and
05 FAILING COST MODEL
progress, bringing new and innovative
solutions to market nearly every day. St
There are increasing expectations, services, Basil’s is constantly monitoring for new
regulations and requirements but lower prices technology that will progress our service-led
and less funding. This presents as a difficult approach and help our staff and customers.
cost model across the industry, often resulting Additionally, we are looking to improve our
in market pricing driven by larger companies business intelligence, by taking advantage of
with economies of scale. Responding to this the data rich world we live in.
environment means being aware of pricing
disparities for ourselves and looking around Technology could fundamentally shift how we
the market for opportunities to partner or provide care, from food, sensors, medicines
acquire smaller organisations, resulting in our and service robots, to 3D printing buildings
own efficiencies and economies. and autonomous vehicles. The things that will
shape our world, could change the experience
of those in our care.
9CONTEXT CONT. INTERNAL INFLUENCES As stewards of St. Basil’s Homes NSW/ACT, it’s our collective responsibility to ensure we adapt and respond to these changes head-on. The world around us is changing, and we are on the path to respond to those changes. The major internal drivers are listed below. 01 WORKFORCE SHIFTS We are continuing to optimise our workforce, to improve tenure and increase the St Basil’s nurse bank. Creating an ideal place for work will reduce the risk across the industry of an ageing workforce and high turnover. 02 COLLABORATIVE CULTURE We need to continue to improve how we bring together our technology, buildings, care and customer solutions, to create the best customer experience. Solving problems collaboratively across the organisation, and facilities, will help to break silo’s. 03 PROACTIVE CULTURE Being proactive in response to regulatory change, will provide opportunities to be more strategic and effective in our actions. Reducing the reactive nature of regulatory response, puts us in good stead to maximise our service promise to customers. 04 BALANCED WORK FOCUS It is hard to see the future when our present is cloudy. Better balancing capacity and focus of our workforce, will enable us to better capitalise our resource utilisation. This means we can continue to effectively deliver our day-to-day work, whilst better delivering our strategy. 05 DIGITISATION The industry culture is heavily paper-based. We are moving away from this, on the path towards a digitally enabled way of working. Through digitising workflows, forms and administration, we can maximise our efficiency. 10 Strategic Plan 2021–26
11
WHY WE EXIST 12 Strategic Plan 2021–26
Saint Basil The Great
Saint Basil of Caesarea had a worldly career
studying theology and law, before he chose
to care for the poor and underprivileged. He
was known to be a man of vast learning and
constant activity, genuine eloquence and
immense charity.
St. Basil’s Homes NSW/ACT was born on the
back of this ethos. In our strategy update, we
are aiming to broaden our horizons by taking
a more liberal approach to care for the needy,
much like Saint Basil himself.
Our Purpose
At St Basil’s, we know that ageing is difficult.
To care for ageing We exist to show Christ’s love by empowering
Australians to access support that they are
Australians, unable to provide for themselves. Specifically,
particularly Greek our focus is to enrich the lives of ageing
Australians, considering their cultural needs
Australians, in need, and identity.
helping them to live St Basil’s believes in allowing people to age
a life of spirituality, with respect and dignity, and to be given
genuine choice and opportunity during the
meaning, and joy. later phases of their life’s journey.
Our Vision
At St Basil’s, we’re working towards a future
where every individual can receive the highest A future where ageing
quality care as they age. By deeply understand
their physical, spiritual, emotional and social Australians are
needs and goals, all people can be uniquely uniquely cared for,
cared for and feel valued in a culturally sensitive
and safe environment. With a culture of love, valued, included and
care and empathy, all staff, customers, and their
families feel included and supported as a part
supported.
of our St Basil’s family.
13OUR MISSION
We are looking to develop leading, holistic,
To deliver quality end-to-end services that understand
services that support individuals’ needs and goals as they progress
through life’s journey. A key component
the individual needs of this is to simplify the complexity and
of ageing Australians, uncertainty of ageing and the aged care
particularly Greek industry by making care easy to understand,
interpret and receive.
Australians Building relationships that will accelerate
the acceptance of support includes starting
relationships earlier, keeping them longer
and growing them deeper. Our intent is to
We can do this by: be trusted by individuals and their families
to provide the best care. Additionally, we will
• Making access to care easy focus on our heritage and culture that we
• Growing meaningful relationships bring to the community, grounding ourselves
• Enriching lives through heritage in our community roots to enrich the lives in
and culture need of support.
14 Strategic Plan 2021–26OUR VALUES
Our Values are fundamental to the success of our organisation. These are our core ethics or
principles which we individually and collectively abide by, no matter what. They influence
and shape all that we do, how we carry ourselves day to day, and most importantly, how
we serve our customers and community.
Our Values have evolved with us as an organisation and have been amended with this
Strategic Plan to align with the quality care standards, our strategic focuses, and our
charitable ethos emphasising love, family, care and empathy. Together, they reflect the
way our staff and volunteers work together to achieve our vision in this Strategic Plan,
contributing to our culture and effectiveness.
DEDICATED INTEGRITY
We act selflessly We are honest
and relentlessly and build trust
in service of others in every interaction
RESPECTFUL
We see everyone as
family and treat them
with respect and dignity
RESPONSIBLE CONTRIBUTION
We are accountable We thrive when
to each other and working together as a
to all our stakeholders family and community
15SAFETY, QUALITY AND
COMPLIANCE
At St Basil’s Homes NSW/ACT, we’re dedicated to providing high
quality care for those in need. The aged care quality standards are
the expectations that we seek to exceed continuously. We follow
these to ensure every person we deal with is treated with respect,
dignity and support to meet their individual needs and goals. Our
industry leading model of care helps us to support our customers’
wellbeing, builds on their story, and helps us to bring joy.
16 Strategic Plan 2021–2617
WHERE WE WANT TO GO 18 Strategic Plan 2021–26
ST BASIL’S IN 2026
The St Basil’s Homes NSW/ACT Target State 2026 sets out our organisation’s
aspirations. It is the practical, realistic illustration of what St. Basil’s Homes
will look like in 5 years’ time. This is the starting point of our Strategic
Plan - and informs our priorities as an organisation. These goals provide a
foundation for our strategy and create common goals we can collectively
work towards.
Whilst much of our plan is designed to be flexible and adaptable as time
changes, our intent is to set this as a ‘destination’ we aim to achieve
no matter what. This defines where we are going, the decisions we have
made around the areas to expand, strengthen or stop have been informed
and agreed as a collective leadership. This is our specific organisational
function, and our overarching target state over the next 5 years.
19IN 2026, WE:
01
ARE A PARTNER OF CHOICE FOR
OUR CUSTOMERS
St Basil’s Homes NSW/ACT is centered around providing care for those in need. Serving
our customers, and offering them the best care we can, is in our DNA. Our goal is to
continuously evolve this by impacting more lives, helping people earlier in their life’s
journey, and creating deeper relationships of meaning along the way. We say we’re a
family, and aim to continue to make this a reality, even as we grow.
OUR PRIORITIES:
DEEP RELATIONSHIPS CARER OF CHOICE
We create deep, ongoing relationships We are the carer of choice for the
with customers by offering holistic and ageing community, particularly the
tailored care. We provide a wide range Greek community.
of services that adapt over time with
our customers’ needs and wants.
MARKET LEADERS EXPANDED SERVICES
We are market-leaders in our approach We offer an expanded set of services
to clinical care in our customer’s in clinical care, allied health, lifestyle,
homes and our homes. dementia, pastoral, wellness, and
palliative.
AT HOME CONCESSIONAL BEDS
We help our customers to live better at We ensure a number of concessional
home. beds to maintain our charitable ethos.
20 Strategic Plan 2021–26IN 2026, WE:
02
HAVE THE BEST PEOPLE, AND PARTNERS,
TO CONTINUE SERVING OUR CAUSE
Our staff are the people who, day-to-day, interact with our customers, provide enabling
services, carry out critical tasks or focus on building towards our strategy. They are a crucial
element of our organisation. Our goal is to recruit, maintain, train and grow our family with
individuals who live by our values, put the customer first and collectively deliver excellent
care and experiences for our customers. This includes, partnering with service providers
who adjacently interact with our customers and influence their experience.
OUR PRIORITIES:
EMPLOYER OF CHOICE GROWTH MINDSET
We are the employer of choice for the We encourage a professional
right people, attracting, developing development and growth mindset.
and retaining engaged, empowered
and dedicated staff.
MERITOCRACY SERVICE DELIVERY PARTNERS
We offer a great career path based on We foster a network of service delivery
merit. partners *(incl. volunteers, student
placements and external partners)
that help us deliver quality services.
ALIGNMENT
We are aligned and working towards a
common goal, with the right measures
that keep us on track.
21IN 2026, WE:
03
HAVE OPTIMISED EVERYTHING THAT’S
REQUIRED TO ENABLE GREAT EXPERIENCES
The aspects of our organisation that help to deliver the best customer and staff experiences
need to be effective. These include the systems, processes, data, places, culture, and
community. If we can get these enabling functions right, we can better foster the empathy,
care and love we expect.
OUR PRIORITIES:
CULTURE ORGANISATIONAL
We foster a positive culture of CAPABILITIES
collaboration, care, accountability and We have successfully integrated key
continuous improvement. opportunities to expand by maturing
our organisational capabilities (i.e.,
mergers, acquisitions, business
models).
BUSINESS INTELLIGENCE PROPERTIES
We have improved our ‘business We have significantly progressed with
intelligence’ (systems that capture the investment in and development of
and process data, which is used to new properties/refurbishments that are
inform decisions, optimise processes connected to customer and needs, the
community, and adaptable to changing
and help ensure compliance). requirements over time.
TRAINING AND DEVELOPMENT GREEK COMMUNITY
We run a strong training and We are a leading presence in the Greek
development program for our staff, and Church community.
the community, and other care
providers.
22 Strategic Plan 2021–26IN 2026, WE:
04
SUSTAINABLY MANAGE OUR FINANCES AND
RISKS TO ENSURE WE OPERATE EFFECTIVELY
As a registered charity, all income earned by St. Basil’s stays at St Basil’s and is used to fund
the provision of services and accommodation to aged Australians. Our financial and risk
stewardship ensures we are able to deliver value for money, and can deliver the best care,
accommodation, services and experiences in a regulatory and changing environment.
OUR PRIORITIES:
FIT-FOR-PURPOSE DIVERSIFIED
We are fit for purpose and financially We have diversified with multiple
sustainable in line with our strategic revenue streams to supplement
direction. government funding.
COMPLIANT FUNDING SOURCES
We effectively manage all risks, with We are efficient at targeting
compliance (with our regulatory and government, bequests and community
legislative obligations) the baseline funding sources, including all grants.
not the target.
2324 Strategic Plan 2021–26
25
HOW WE’RE GOING
TO GET THERE
26 Strategic Plan 2021–26Our three Strategic Pillars reflect the overarching priorities for our organisation. We have
developed ambitious goals that are aligned with our purpose and will help us achieve our
vision where ageing Australians are uniquely cared for, valued, included and supported.
They focus the expertise, energy and enthusiasm of our people to maximise our impact.
Each Strategic Pillar has specific objectives and measures to monitor progress across the
period of this Strategic Plan.
EXPAND OUR STRENGTHEN ENHANCE OUR
SERVICES OUR CORE WORKFORCE
27EXPAND OUR SERVICES
Expanding who our customers are by being flexible in reaching more people that
might need help.
We can do this by building on our core services and offering new services to our
family throughout their life’s journey.
This is crucial for us to achieve sustainable growth and diversification in context of
our purpose.
28 Strategic Plan 2021–26STRATEGIC OBJECTIVES
1.1 MAXIMISE REVENUE PER CUSTOMER BY PROVIDING MORE OPTIONS
AGAINST IDENTIFIED NEEDS
Give customers more choices based on their needs, to increase revenue. Expand
our core business into viable health, wellbeing and living assistance services that
are readily accessible to all Australians and reaches out to people at all stages of
life.
1.2 EXPAND INTO NEW SERVICES AND BUSINESS OPPORTUNITIES THAT
ARE COMPLEMENTARY TO OUR PURPOSE AND VISION
We want to build trusting relationships with customers prior to them requiring
formal aged care services, by offering a range of in-home services to assist them
maintain their wellbeing and independence. We want to be their provider of choice
when the time comes to transition into an aged care service or program.
1.3 GROW OUR REPUTATION
We aspire to be viewed by community, government and industry as a leader in our
chosen activities. This includes proactive PR with commentary on industry, social
media influencing, consulting other organisations and advising government policy.
1.4 EXPAND OUR EXISTING SERVICES TO BROADEN OUR COMMUNITY
REACH
To identify new locations to open our residential aged care facilities and ILU’s.
To expand our reach in home care and day centres in areas where we are needed.
29STRENGTHEN OUR CORE
Stabilising and optimising our core business to set stronger foundations that prepare
us for change and growth.
We can do this through structured continuous improvement and informed decision
making.
We are stewards of the Church and the St Basil’s name - we have the responsibility
to strive for excellence being compliant and viable into the future.
30 Strategic Plan 2021–26STRATEGIC OBJECTIVES
2.1 BE A LEADER IN CARE
We want to meet every customers’ need every time, by keeping our customers
choice at the forefront of everything we do. Being a leader also means being a
voice in regulatory and industry change. We will be an organisation of choice that
ensures compliance and best practice.
2.2 TO HAVE PURPOSE-BUILT ENVIRONMENTS THAT ARE CONNECTED TO
THE COMMUNITY AND ARE MAINTAINED AT THE HIGHEST STANDARDS
Our environments will be designed and delivered to meet our consumers needs
and encourage them to live a fulfilling life. Our buildings will promote the St Basils
ethos and be designed to adapt to changing customer needs and markets forces.
2.3 TO MAKE THE BEST DECISIONS
Our processes and the way we work helps us make better decisions and keep an
eye on all things. Our decisions ensure we provide value in all our services.
2.4 RESPONSIBLE STEWARDSHIP
Carefully and responsibly manage the resources and performance of the
organisation. Establishing strong foundations will enable the organisation to thrive
in the future.
2.5 TO CONTINUOUSLY IMPROVE IN ALL THAT WE DO
Having a continuous improvement program across the organisation that drives
communication, feedback, research and better practice.
31ENHANCE OUR WORKFORCE
Growing our family and fostering a caring culture to support organisational change
and growth.
We can do this by attracting, retaining and developing the best talent, and by
nurturing our network of partners and stakeholders.
We need to have the right people with the right leadership, that are empowered
and accountable, to remain compliant and go above and beyond.
32 Strategic Plan 2021–26STRATEGIC OBJECTIVES
3.1 BECOME THE BEST PLACE TO HAVE A CAREER
• Attract candidates with the right skills and attitudes.
• Develop staff and leaders through education and mentoring.
• Retain talent through career pathways and succession planning.
• Empower our people and drive accountability to ensure the best outcomes.
3.2 SETUP PARTNERSHIPS (EXTERNAL EXPERTS, SCHOOLS AND
UNIVERSITIES)
Build community partnerships/relationships which we can use to leverage services,
supports, referrals etc.
Build relationships with schools and universities to expand our network for future
staff and volunteers.
3.3 KNOWING AND LIVING OUR VALUES
Increase the identification and accountability of living our values.
3.4 ORGANISE OURSELVES IN THE MOST EFFECTIVE WAY TO STABILISE,
STRENGTHEN AND GROW
Make sure that the way we are set up, and the ways we work are optimal.
33RISING TO THE CHALLENGE
This is an ambitious strategy for St Basil’s Homes NSW/ACT, especially considering
the context in which we are operating in the coming years. However, if we come
together and work towards our collective goals, it is achievable.
This strategy will set us up for the future, and enable us to continue impact more
lives, and helping those in need.
34 Strategic Plan 2021–2635
HOW WE OPERATE
We have a strong leadership team, facility leadership and Head Office – forming strong
expertise typically found in larger organisations. Our staff are on a journey with us,
they’re consistent, and on a mission. This ability to attract and retain top talent speaks
volumes to the ethos of St. Basil’s Homes NSW/ACT.
This strategy provides us with clear direction, to expand our services into adjacent
markets and opportunities, strengthen what we already do at the core of our business,
and enhance our workforce and community relations.
Everyone rolls their sleeves up and joins in at St. Basil’s, regardless of official role and
job description Executing on this strategy, will require flexible and adaptable thinking,
breaking down silos and a collective effort.
With that said, we will need to be accountable for delivery on an individual level. We
are clear on what we as individuals are required to do, and how that connects into
where we are going as an organisation.
“COMING TOGETHER IS A BEGINNING,
STAYING TOGETHER IS PROGRESS,
AND WORKING TOGETHER IS SUCCESS.”
36 Strategic Plan 2021–26ACCOUNTABILITY
To understand how well we are achieving our goals and objectives, we have a series of
Organisation Key Performance Indicators (KPI’s) in place. We can use these to measure
our progress and monitor performance at the highest level.
These key metrics are important to our collective progress, as no one individual or project
would impact them, it will require a collective movement. These Organisational KPI’s will
drive decisions and actions at a macro and micro level. This means all individuals can link
their daily work in some way to these key progress trackers.
OUR ORGANISATIONAL KPI’S
LIVING OUR VALUES EMPLOYEE SATISFACTION
Measured in the number of nominations for If we can attract, develop, retain and empower
our St Basil’s Value Award, this indicates how our staff, and have them feel satisfied then it
well and often our staff are demonstrating is a good indication that our culture is what
our organisational values. Our goal is to have we want it to be. To have the best services
consistent submissions across the entire and experiences for our customers, we must
organisation. have (and satisfy) the best staff.
TOTAL NUMBER OF CUSTOMERS CUSTOMER LIFETIME VALUE
The total number of customers across all of If we can provide value to our customers
our services indicates the number of lives we during their extended tenure with us, it
are directly impacting in a meaningful way. shows that we have expanded our services,
Our target is to increase our total number of are delivering great services that customers
customers. want to continue to use, and we are able to
offer more value to each customer.
AVERAGE CUSTOMER TENURE
OVERALL AVERAGED EBITDA _EXAPMD
Growing the time our customers spend
with us indicates that we are able to help The profitability across all of our services
individuals earlier in their lives, and continue will show how financially sustainable we are.
to help them for longer developing a deeper Even as a charity, we need to ensure that we
relationship. Additionally, if people want to can continue to operate effectively.
stay longer, it’s because they’re happy.
GOVERNANCE AND COMPLIANCE
CUSTOMER SATISFACTION
Tracking our regulation risk and compliance
A direct measure of how content our is important to ensure we can mitigate
customers are with the help we offer. It will possible risks and continue to deliver
be a reflection of our quality of care, staff, excellent customer experiences.
buildings, food, activities, services and more.
Our target is to have every life we touch be
satisfied and happy with our service.
3738 Strategic Plan 2021–26
39
CONTACT DETAILS
HEAD OFFICE
130 Croydon Street Lakemba NSW 2195
Email: admin@stbasils.org.au
ST. BASIL’S LAKEMBA
130 Croydon Street
Lakemba NSW 2195
e: lakemba@stbasils.org.au
ST. BASIL’S RANDWICK
57–63 St Paul’s Street
Randwick NSW 2031
e: randwick@stbasils.org.au
ST. BASIL’S MIRANDA
29H Wandella Road North
Miranda NSW 2228
e: miranda@stbasils.org.au
40 Strategic Plan 2021–26ST. BASIL’S ANNANDALE
252 Johnston Street
Annandale NSW 2038
e: annandale@stbasils.org.au
ST. BASIL’S KOGARAH
18-20 Garden Street (corner of
Garden St & English Lane)
Kogarah NSW 2217
e: kogarah@stbasils.org.au
ST. BASIL’S KENSINGTON
95 Todman Ave
Kensington NSW 2033
e: kensington@stbasils.org.au
COMMUNITY SERVICES
Customer Service Office
130 Croydon Street
Lakemba NSW 2195
e: community@stbasils.org.au
41(02) 09784 3200
St Basils NSW & ACT
st.basils_nswact
www.stbasils.org.au
42 Strategic Plan 2021–26You can also read
